Scania annual report 2002

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CUSTOMERS AND PRODUCTS Sue Hixon Associated British Ports, Hull, Great Britain Strategically located on the east coast of Great Britain, Humber Estuary has long been one of the most important harbours in the country. Associated British Ports is the country’s leading ports business that helps customers by providing a fleet of five powerful pilot boats, equipped with Scania engines. One of these is commanded by Sue Hixon, the only female pilot boat captain in the British Isles. “My job is mainly to transport pilots to and from the vessels that arrive or depart from the port. For really big supertankers, that can mean a trip of 13 nautical miles out to sea. We must be able to provide service round the clock, seven days a week – in any kind of weather. It means we must always have pilot boats and engines that we can rely on.” 16
Customers Scania’s customers are found all over the world. Their operations may differ, but they all have in common that in their businesses they make heavy demands on Scania’s products and services. All work at Scania is focused on understanding and meeting the demands, needs and wishes of these customers. All of Scania’s operations revolve around extensive contact with customers from different markets and with varying needs. In the product development process, this occurs among other things in the form of “customer clinics” held in various locations around the world, where new solutions are tested. The purpose of this dialogue with customers is to ensure that every new product meets the high standard demanded by our customers. Scania’s quality processes are another example of how customers make themselves heard. Through the Quick process, quality issues are gathered from customers via service workshops, which in turn are in direct contact with production and product development units as well as sub-contractors. New customer demands As markets are deregulated and international trade increases, the conditions in which transport companies operate are changing in a far-reaching way. Large national and international haulage companies and bus companies are being formed through mergers or acquisitions. Meanwhile many small haulage firms are specialising or are becoming sub-contractors to larger transport companies. Such services as financing, insurance, short-term rental Angel Villegas transports oil for Gabino Celso Correa in southern Argentina. and maintenance are increasingly in demand. By continuously optimising the value chain – from development to production, sales, customer finance and vehicle service – Scania helps to improve a customer’s profitability. Truck customers Scania’s truck customers demand greater and greater vehicle availability, often round-the-clock. This presupposes rapid access to routine maintenance and repairs. For Scania, it means 24-hour service, comprehensive parts management, complete maintenance and many other services generated in close contact with the customer. A large proportion of Scania’s truck customers work in the long-haulage segment, where Scania’s closely-knit and international service network is highly valued. Drivers, who live with the products, are an important group to Scania. To develop and build vehicles with the best possible safety, quality and ergonomic features, product development takes place in close co-operation with professional drivers. During 2003, Scania is putting extra emphasis on drivers, among other things by joining with the European Commission to organise Young European Truck Driver, a road safety activity that is taking place in some 20 countries. Bus and coach customers Scania’s customers in city bus services today are often private operators, in many cases active in more than one country. To a growing extent, they are demanding a total transport solution, in which Scania assumes responsibility for everything. Service and repair contracts, financing and traffic planning are examples of the elements that may be included in Scania’s bus offers. Customers in the tourist coach segment previously composed their own coach, by ordering the chassis from one manufacturer and the body from another. Today these customers increasingly often want to buy a whole bus from one supplier. This means that to a greater extent, Scania is selling a complete vehicle and assuming overall responsibility for the final product. Industrial and marine engine customers Scania’s industrial and marine engine customers have in common that they need a powerful engine with an output of 200-800 hp. It may be a fisherman off the coast of Norway, the Kuala Lumpur airport or a rock-crushing plant in the Australian outback. They all demand a high standard of delivery assurance, access to parts, reliability and fuel economy. A clear trend is increased demands that engines should meet the emission standards of both today and tomorrow. 17
Page 1 and 2: ANNUAL REPORT 2002
Page 3 and 4: Contents ■ THE COMPANY 2 Scania i
Page 5 and 6: BUSES ENGINES SERVICE-RELATED PRODU
Page 7 and 8: 2002 2003 • In October, Scania pa
Page 9 and 10: eaking levels of the mid-90s. Since
Page 11 and 12: The work of the Board According to
Page 13 and 14: Identity and brand An increasingly
Page 15 and 16: Road safety work One undesired cons
Page 17: Scania’s industrial research prog
Page 21 and 22: Trucks Scania develops, manufacture
Page 23 and 24: Customer financing An increasingly
Page 25 and 26: Research and development To the 1,7
Page 27 and 28: Modularisation - a way of thinking
Page 29 and 30: working in Sweden, 22 percent in th
Page 31 and 32: The Scania Production System is bas
Page 33 and 34: The highest decision-making level w
Page 35 and 36: Scania and the climate issue The pr
Page 37 and 38: Global demand The demand for heavy
Page 39 and 40: Scania-owned sales and service netw
Page 41 and 42: Registration of trucks TRUCKS above
Page 43 and 44: Registrations of trucks and buses T
Page 45 and 46: In North Africa, Scania is the mark
Page 47 and 48: the corporate level. Responsibility
Page 49 and 50: Volvo is not represented on Scania
Page 51 and 52: Earnings by area of operations 2002
Page 53 and 54: ties had a positive influence of SE
Page 55 and 56: With Customer Finance operations re
Page 57 and 58: Parent Company financial statements
Page 59 and 60: in financial income and expenses. T
Page 61 and 62: NOTES THE GROUP Note 1 Sales page 5
Page 63 and 64: NOTE 6 Taxes Tax expense/income for
Page 65 and 66: NOTE 10 Holdings in associated comp
Page 67 and 68: Net debt 2002 2001 2000 Cash, bank
Page 69 and 70:
NOTE 24 Information regarding compe
Page 71 and 72:
THE PARENT COMPANY All amounts are
Page 73 and 74:
Auditors’ report To the Annual Ge
Page 75 and 76:
Key financial ratios and definition
Page 77 and 78:
2002 2001 2000 1999 1998 1997 1996
Page 79 and 80:
Dr. Rolf Stomberg Born 1940. Member
Page 81 and 82:
Corporate Units CORPORATE DEVELOPME
Page 83 and 84:
CONTACT PERSONS The following indiv
Page 85:
Scania Maroc S.A. Serge Habib 97, B
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Scania annual report 2002

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